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RECRUITMENT PROCESS

Recruitment (hiring) is a core function of human resource management. Recruitment refers


to the overall process of attracting, selecting and appointing suitable candidates
for jobs (either permanent or temporary) within an organization. Recruitment can also refer
to processes involved in choosing individuals for unpaid positions, such as voluntary roles
or unpaid trainee roles. Managers, human resource generalists and recruitment specialists
may be tasked with carrying out recruitment, but in some cases public-sector employment
agencies, commercial recruitment agencies, or specialist search consultancies are used to
undertake parts of the process.

Job analysis[edit]
In situations where multiple new jobs are created and recruited for the first time or
vacancies are there or the naturein such documents as job descriptions and job
specifications. Often, a company already has job descriptions for existing positions. Where
already drawn up, these documents may require review and updating to reflect current
requirements. Prior to the recruitment stage, a person specification should be finalized.[2]
Sourcing[edit]
Sourcing is the use of one or more strategies to attract or identify candidates to fill job
vacancies. It may involve internal and/or external recruitment advertising, using appropriate
media, such as job portals,local or national newspapers, social media, business media,
specialist recruitment media, professional publications, window advertisements, job centers,
or in a variety of ways via the internet.
Alternatively, employers may use recruitment consultancies or agencies to find otherwise
scarce candidateswho, in many cases, may be content in their current positions and are
not actively looking to move. This initial research for candidatesalso called name
generationproduces contact information for potential candidates, whom the recruiter can
then discreetly contact and screen.[2]
Screening and selection[edit]
Various psychological tests can assess a variety of KSAOs, including literacy. Assessments
are also available to measure physical ability. Recruiters and agencies may use applicant
tracking systems to filter candidates, along with software tools for psychometric testing and
performance-based assessment.[3] In many countries, employers are legally mandated to
ensure their screening and selection processes meet equal opportunity and ethical
standards.[2]
Employers are likely to recognize the value of candidates who encompass soft skills such
as interpersonal or team leadership.[4] Many companies, including multinational
organizations and those that recruit from a range of nationalities, are also often concerned
about whether candidate fits the prevailing company culture.[5]
Disabled candidates[edit]
The word disability carries few positive connotations for most employers. Research has
shown that employer biases tend to improve through first-hand experience and exposure
with proper supports for the employee[6] and the employer making the hiring decisions. As
for most companies, money and job stability are two of the contributing factors to the
productivity of a disabled employee, which in return equates to the growth and success of a
business. Hiring disabled workers produce more advantages than disadvantages.[7] There is
no difference in the daily production of a disabled worker.[8] Given their situation, they are
more likely to adapt to their environmental surroundings and acquaint themselves with
equipment, enabling them to solve problems and overcome adversity as with other
employees. The U.S. IRS grants companies Disabled Access Creditwhen they meet
eligibility criteria.[9]
Diversity[edit]
Many major corporations recognize the need for diversity in hiring to compete successfully
in a global economy.[10] Other organizations, for example universities and colleges, have
been slow to embrace diversity as an essential value for their success.[11]
Recruitment Process Outsourcing (RPO)[edit]
Recruitment Process Outsourcing, or commonly known as "RPO" is a form of business
process outsourcing (BPO) where a company engages a third party provider to manage all
or part of its recruitment process.

Approaches[edit]
Internal recruitment (not to be confused with internal recruiters!) refers to the process of a
candidate being selected from the existing workforce to take up a new job in the same
organization, perhaps as a promotion, or to provide career development opportunity, or to
meet a specific or urgent organizational need. Advantages include the organization's
familiarity with the employee and their competencies insofar as they are revealed in their
current job, and their willingness to trust said employee. It can be quicker and have a lower
cost to hire someone internally.[12]
An employee referral program is a system where existing employees recommend
prospective candidates for the job offered, and in some organizations if the suggested
candidate is hired, the employee receives a cash bonus.[13]
Niche firms tend to focus on building ongoing relationships with their candidates, as the
same candidates may be placed many times throughout their careers. Online resources
have developed to help find niche recruiters.[14] Niche firms also develop knowledge on
specific employment trends within their industry of focus (e.g., the energy industry) and are
able to identify demographic shifts such as aging and its impact on the industry.[15]
Social recruiting is the use of social media for recruiting including sites
like Facebook and Twitter or career-oriented social networking sites such
as LinkedIn and XING.[16][17] It is a rapidly growing sourcing technique, especially with
middle-aged people. On Google+, the fastest-growing age group is 4554. On Twitter, the
expanding generation is people from ages 5564.[18]
Mobile recruiting is a recruitment strategy that uses mobile technology to attract, engage
and convert candidates. Mobile recruiting is often cited as a growing opportunity for
recruiters to connect with candidates more efficiently with "over 89% of job seekers saying
their mobile device will be an important tool and resource for their job search." [19]
Some recruiters work by accepting payments from job seekers, and in return help them to
find a job. This is illegal in some countries, such as in the United Kingdom, in which
recruiters must not charge candidates for their services (although websites such
as LinkedIn may charge for ancillary job-search-related services). Such recruiters often
refer to themselves as "personal marketers" and "job application services" rather than as
recruiters.
Using Multiple-criteria decision analysis tools such as Analytic Hierarchy Process (AHP)
and combining it with conventional recruitment methods provides an added advantage by
helping the recruiters to make decisions when there are several diverse criteria to be
considered or when the applicants lack past experience; for instance recruitment of fresh
university graduates.[20]

Multi Tier Recruitment Model[edit]


In some companies where the recruitment volume is high, it is common to see a multi tier
recruitment model where the different sub-functions are being group together to achieve
efficiency.
An example of a 3 tier recruitment model:

Tier 1 - Contact/ Help desk - This tier acts as the first point of contact where recruitment
requests are being raised. If the requests are simple to fulfil or are queries in nature,
resolution may take place at this tier
Tier 2 - Administration - This tier manages mainly the administration processes
Tier 3 - Process - This tier manages the process and how the requests get fulfilled

STEPS OF RECRUITMENT

Step 1: Advertise the sales position. Be clear and highlight the


capabilities needed for the job.
Step 2: Resume screening. The goal is to eliminate the applicants
who definitely don't fit the profile you are seeking. John recommends
using a screening tool to ensure you have an objective process to
narrow the pool of resumes.
Step 3: Phone interview. Use the phone interview as the second
screening device. Keep it to ten minutes.
Step 4: Face-to-face interview. This should last about an hour and be
held in a neutral place, not your office (example: conference room).
Use the same, predetermined questions with each applicant.
Questions should focus on the capabilities required for the job.
Step 5: Assessment. Use a predictive assessment tool.
Step 6: Secondary face-to-face interview. The goal is to clear up any
discrepancies, sell the canidates on the position, and broadly explain
the compensation package.
Step 7: Job Shadow. The purpose is to see if th eapplicant is a good
cultural fit. It also helps you identify whether the applicant is
comfortable with the actual job.
Step 8: Reference Check. Ask about their capabilities as it relates to
the job. Also ask about attribute match.
Step 9: Job Offer. Make sure the compensation plan offered is clear
and unambiguous.

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